Key success factors in the implementation of strategic alliance at absa bank Kenya ltd

Abstract

The study sought to establish the key success factors in the implementation of strategic alliances at Absa bank. The study was anchored on the dynamic capabilities theory, strategic alliance theory and the resource dependency theory. The researcher used primary data. Primary data was obtained from Senior managers of Absa bank. The persons deemed relevant for this kind of study were the Directors in charge of marketing, strategy, human resorces and finance. This makes a total of three respondents. An interview guide was used to guide the discussions between the researcher and the respondents. Content analysis was used in data analysis since the data collected was qualitative in nature. Themes and sub-themes were derived from the data collected and then used through thematic mapping. On responsibility of implementing and actualizing the alliance, respondents were in agreement that it rested on many heads. There would be the implementing department or section within the bank and the top management. The study additionally reported that commitment of the parties to the alliance was key in determining its success. An alliance in which there is no commitment from the parties was indicated to be a non-starter. It is recommended that longitudinal studies on key success factors affecting strategic alliances be carried out. Strategy implementation is not a one off activity and therefore one time studies may not be the most optimal. A quantitative study investigating the influence of each identified key success factor on the success of a strategic alliance needs to be carried out. This is in view of the fact that arising from the study, it is not possible to measure the effect of each on the success of a strategy. Similar studies may need to be replicated in manufacturing enterprises. This is because banks are service providers and as such the key success factors applicable may not hold in a manufacturing setting.